What makes us any different?

The email requested: “Please send us a message for our anniversary”. It came from a faith-based organisation I knew well from the Philippines. As I reflected, a few verses quickly leapt to mind, particularly those positive ones that promise reward and success. “Let us not become weary in doing good, for at the proper time we will reap a harvest if we do not give up.” Galatians 6:9-11 “Give, and it will be given to you. A good measure, pressed down, shaken together and running over, will be poured into your lap…” Luke 6:38. I like those verses!

But as I considered, I also thought about the many secular organisations who do good work. Many of them even do greater work with wider reach to the poor and the needy. Even people who don’t profess any faith believe that we must love and care for people to be able to succeed in what we do.

So what makes Christian organisations any different? Our motivations are always pretty mixed and often a bit more self-oriented that we dare admit. At our best I think it’s about worship – wanting to see God glorified. So I decided to send them the verse “In the same way, let your light shine before others, that they may see your good deeds and glorify your Father in heaven”. Matthew 5:16.

This week, stop and think:

  • Why are you really doing what you are doing? What are your mixed motivations?
  • What can we do to refocus our work on glorifying God?

Turning leaders’ hearts 

by Priya Raj Kumar

“We have decided in principle to work together”… The words leaped at me from the email, heralding a new beginning and hope for the future. We had been working closely with a health care institution and a charitable organization to reach a consensus and work together.

The past few months had been tough. At times it seemed as if there was no way through. The endless series of negotiations, meetings, individual and collective reflections appeared to be going nowhere. It just left hurt egos and on-going frustrations. We gave our best in facilitating the process – we tried to keep the mission and the needs of the beneficiaries at the forefront of people’s minds. But in the end we withdrew and hoped and prayed for the best.

We do not always see how God works. It is not always at the time or in the way that we expect. But just as in this case, God does respond to prayer. We believe that God worked through the underlying political influences, emotions, vested interests and individual struggles of those involved. He ‘turned’ the hearts of the leaders and members of both organizations, pointing to a new direction. As Proverbs 21:1 says: ‘The king’s heart is in the hand of the LORD, as the rivers of water: he turns it wherever he will.’

This week, let’s look for where God is working in our organisation:

  • How has God ‘turned’ your thoughts or others in unexpected ways?

Taking responsiblity to change

Change only occurs when someone, somewhere takes responsibility for a situation. Kurt Lewin, the father of organisational change theories, pointed out more than fifty years ago that the first stage in change involved ‘induced anxiety or guilt – a realisation that I am in some way responsible’. Instead of externalising blame onto other people, they realise that they are in some way responsible and that they can do something about it. Perhaps then I should not be so surprised that the OD exercise that has had the biggest impact on the organisations I work with is simply when I stop and ask people to answer:

  • How have I contributed to this situation which I complain about?

I tend to send people away on their own to prayerfully listen to God about how they have contributed to a situation. In dealing with hurt and frustrations it is important to get people out of a ‘blamestorming’ attitude. It allows God to bring conviction, not people to condemn each other. I have often found that changing people’s physical environment helps in this, suggesting they listen to God while going for a walk or sitting outside. The key is to create a safe space to consider the question in a meaningful way.

This week:

  • If we look at our own lives, where are we blaming others for a situation?
  • Let’s stop and ask ourselves: ‘How have I contributed to this?’

Collective rebuilding of life-giving structures

By Stanley Arumugam

City walls helped create a shared identity amongst a people. They provided security – a safe environment to work together productively. But some of the churches and NGOs I work with sadly remind me of Jerusalem’s city walls in the time of Nehemiah. The organisation’s walls are broken down by internal conflict, mistrust and fear. People are watching their backs, creating an inefficient and even toxic culture.

What can we learn from Nehemiah 3:1-12 about the way forward?

First, it was a collective effort. Everyone played a part in rebuilding the walls: priests, noblemen and perfumers… There is even a startling mention of a father rebuilding his part of the wall with his daughters. We may have to work in unexpected, counter-cultural ways.

It takes an inspiring leader to galvanise such a collective effort. But it also takes a wise leader to ensure that these new walls really are different. If we do not deal with the underlying issues, the new structures will perpetuate the same fears, doubts and insecurities. Walls easily become prisons.

Yet if we get to grips with the psychological and spiritual elements of the human condition in our organisations, this raises the possibility to create different structures that encourage freedom, energy and life.

  • What sort of structures do we work within?
  • How can we make our organisations more healthy, and life-giving?

Looking to see what God is doing

We hope you have had a restorative and life-giving last couple of months, while Space for Grace has been on holiday!

I’ve been noticing recently how many of my prayers seem to start with the words “Help”. I’m usually praying for God to sort out difficult human situations. But this week I’ve been thinking about that amazing story in 2 Kings 6, where Elisha’s servant wakes up to find them surrounded by a ‘strong force of horses and chariots’ sent by the King of Aram to capture them. Not surprisingly, he panics. I assume that Elisha will then pray for God to rescue them. But instead he simply prays for his servant “Open his eyes, Lord, so that he may see”. Elisha already sees. God reveals to the servant the hills full of a much greater force of horses and chariots of fire.

As a leader, Elisha responded to his servant’s fear by praying for him to see the situation from God’s perspective. There is a spiritual element in the battles we face and God is involved and active. In difficult times at work, it may not be possible to give staff certainty about what exactly is going to happen, but we can be certain that God is present in the midst of it all. When facing a seemingly impossible challenge we first need to look intentionally and prayerfully to see what God is doing.

  • What can I take from Elisha’s example into my week ahead?
  • What difficult situations can I ask God to open my eyes and reveal what He is doing?

Creating some space to untangle my identity

I get so frustrated with how easily my identity gets tangled up in my work. I should know better, after all I teach this to others. Yet I still find myself inadvertently looking for my sense of significance from my job. I have to work hard to discipline my thoughts, to remind myself that my sense of who I am is based on being a child of God – something that is an underserved gift, not something I have earned.

I find it helpful to regularly re-read Henri Nouwen’s little book ‘In the Name of Jesus’ which reflects powerfully on the temptations of Jesus and what they teach us about Christian leadership.

I also find it helpful to create some space to explore prayerfully my real motivations for doing things. It helps me re-align what I’m doing with my sense of God’s calling. It sometimes means I have to exit as gracefully as I can from responsibilities that are no longer mine to carry (and perhaps never were!)

Why not take some time over the next couple of months (as Space for Grace takes its own annual break) to reassess, to listen to God and discern:

  • Where am I currently getting my sense of significance?
  • What are the next steps in my journey with God?
  • What do I need to let go of to make that happen?

Learning from mistakes

By Richard Davis

We would probably agree that we stand to learn more from our setbacks than from what goes well. Wow, it can be painful though!

I returned from a two year OD assignment with an NGO in Cambodia, which until the final fortnight I would have judged an almost blemish-free success. Unfortunately, in the final days one of the changes my client and I had been pursuing blew up in our faces. And yet as I look back, the writing was on the wall:

  • Some key members of staff were not consulted about a strategic change for their organisation because it was known they wanted to take it in a different direction
  • The organisation’s board took hugely varying positions from week to week and seemed increasingly desperate to get a solution
  • Even though they had been friends for twenty years and agreed on the solution they wanted, on this issue the chair and chief executive did not trust each otherAs the organisation’s consultant, I think I should have stopped providing any advice when I could not talk to the unhappy staff for fear of inflaming the situation. My problems became that I could not see their part of the picture and therefore understand the influence they were having. But I carried on, because I didn’t want my client to think I would not ‘help’ him.

    I pray that this week you and I will do good work and be able to learn from our own and others’ mistakes!

  • What was the last major mistake you made at work?
  • What did you learn from it?
  • How will you put that learning into practice this week?

Listen to the dissenters

By Stanley Arumugam

I did not feel like getting involved again with this team. Our initial session was intense, almost toxic, though we made some progress. When they requested follow-up, I was not sure. Some were obviously committed to working things out, but the other camp was resisting at every turn. In the middle of a full load of work, spending the afternoon with this team was not appealing, but I accepted, rather reluctantly.

We started with review and reflection of the journey to date, but as soon as we did our round robin, the ‘dissenting’ team member let fly with a monologue that stopped everyone in their tracks. She asked if it was useful to even address unresolved issues and what that would do for the team.

We then discussed whether the team was up for exploring these difficult issues again. It felt important to hear out the dissenter who’s perspectives usually questioned/opposed other team members. At the end of an initially awkward conversation the team agreed the need to revisit the tough, difficult issues – even though it felt like going into a painful past. How the conversation took place was really important. In a safe, guided way the team was able to surface issues that were still under the water. Things that would have been lost if we just wanted to move on.

This was only possible because we chose to listen to the dissenting voice. Despite the team’s initial desire to keep the positive momentum, avoid further anxiety and move on, the dissenting voice forced us to slow down. It turned out to be a gift as we got to grips with heartfelt issues. As a facilitator I learned a powerful lesson in holding space for a dissenting team member. It did not result in stuckness, but in significant progress.

This week:

  • Which dissenting voices do you need to listen to?
  • Where do you need to allow deep and maybe heated discussions to take place?

Discussing the undiscussable

By Tobias Nyondo

There are always undiscussable issues in any organization. There are usually ‘elephants in the room’. We shy away from naming them. We steer clear of brutal facts. It would seem disloyal to bring them up. We fear if we bring up such issues, we will be labelled a rebel and may even face reprisals.

I was asked to facilitate two meetings of over 250 leaders from my church. Rather than dodge the big issues, I believed it was vital to put them on the table – even to the point of addressing the taboo subject of succession from the founding pastor (in his presence). This was not easy. I think it only worked because I managed to:

  1. Get the top leadership on my side – If you do not get visible support from the leadership, they will be a strong resistance and render the whole task useless.
  2. Create an atmosphere of liberty – People will only open up in a ‘safe space’ when there is a spirit of freedom in the place. “I felt the leadership wanted to hear this and did not feel I would be penalized”, one excited leader commented after the meeting.
  3. Use Diplomatic Honesty – Jesus certainly did not shy away from speaking the truth. But he always did it with grace and compassion.
  4. Ask the right questions – Framing the right questions around issues that often remain undiscussed requires discernment and wisdom (and even bouncing off leaders in advance).

Some of the questions that worked those days for me were:

  • What would you do differently?
  • What are the game changers here?
  • What prohibits us from progressing forward?

This week:

  • In which work situations do we need to discuss the undiscussables?
  • What questions might energise change in these situations?

Daring to be vulnerable

By Clinton Dix

I was recently leading a session on cross-cultural leadership with 25 mission agency staff from Brazil. As I spoke about the potential pitfalls and methods of preventing cultural mistakes, the chairman of the board whispered me a question, “Can I share with the group the email that you sent the board earlier this year?”

I stopped and quickly considered it. I had sent an email a while back carefully explaining our consulting requirements. It turned out that people reading my email completely misunderstood my intentions. So I agreed (slightly reluctantly). To my surprise the chairman had a copy of my email with him and proceeded to read it out, but without mentioning any names. The entire group howled with laughter that a mission leader could have sent such an email.

After the laughter died down I dared to admit: “I was the one that sent the email.” Stunned silence… I continued facilitating. From that moment on our discussions got deeper and more open.

I thought about this afterwards. Why had I dared to be vulnerable? I realised that it was only because we had worked together before and we trusted each other. What difference had it made? I also realised that after the “confession” the trust level deepened and our discussions also deepened.  Research backs up both observations:

  • Vulnerability and transparency are stronger when trust already exists.
  • Vulnerability and transparency can deepen trust.

But…what about when there is no trust, either because something has occurred to break trust, or where there is no history to establish trust?

  • Are we willing to be vulnerable, to be transparent in those situations?
  • What stories can we share with others that allows us to be vulnerable, that can create that first spark of trust?